Jessy Care Ltd

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

Well-led – this means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

This is the first assessment for this service. This key question has been rated good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

This service scored 71 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider had a shared vision, strategy and culture. This was based on transparency, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

Staff understood the provider’s values and told us there was a focus on providing quality care and promoting independence. One staff member said, “I love the way we are going forward and the way the company is working. We always aim to give the best care.”

The registered manager encouraged feedback and teamwork, which helped to promote a positive culture.

The provider had inclusive leaders who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

People and relatives felt the service was well-led and told us the registered manager was approachable and very responsive. Two relatives told us how proactive the registered manager had been in working out practical resolutions for issues that had arisen. A healthcare professional described the registered manager as being “really helpful.” Staff also spoke positively of the registered manager and said they could contact them with any issues.

The registered manager told us they kept up to date with best practice by reviewing regulatory updates, being part of registered manager forums, and by attending provider events with guest speakers from relevant partner organisations.

At the time of our assessment, the service was a small organisation and the registered manager was responsible for leading and overseeing most areas of the service. The registered manager told us they were taking steps to strengthen the management team by recruiting administrative support and identifying a clinical lead who was ready to join the service as it expanded. These arrangements would help ensure the service could continue to operate effectively if the registered manager was unavailable and would increase management capacity as the organisation grows.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The provider had a whistleblowing policy and staff were aware how to report any concerns. They confirmed they would feel comfortable raising anything and said they were confident any issues they raised would be acted on. Staff could raise any issues in team meetings, supervisions or by contacting the registered manager directly.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

The provider had relevant recruitment and equality and diversity policies to promote a fair and inclusive workforce. The registered manager worked to ensure there was equity of opportunity and experience for the workforce. No concerns were raised with us in relation to any discriminatory practice.

The provider had clear responsibilities, roles and systems of accountability, which they used to deliver good quality care. However, some improvements were needed to governance because they did not always use all information available to assess risk, performance and outcomes.

The registered manager completed spot checks of care, reviewed care packages with people and their families, and sought people’s feedback on the service. They were also able to monitor the care that people had received, as they could see all care notes and medication records on the provider’s electronic system. They used this information to make changes and improvements where required. However, at the time of our assessment, they were not completing audit tools they had available to them, such as medication audits and daily logs audits. This could have helped to identify some of the medicines records issues we found in our assessment. The provider’s accident and incident policy also stated the provider should be completing a quarterly review of all incident forms to identify themes and trends. The registered manager agreed to start completing these audits straightaway, to ensure governance was more robust.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

The registered manager worked in partnership with people and their families, and other relevant professionals where required, to ensure care met people’s needs. Where it was part of people’s care package, staff also supported people to access a range of community facilities and services of their choice. This helped promote people’s social connections and community engagement.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people.

The registered manager had made changes and improvements to the service since it had opened, such as introducing their electronic care monitoring system. They told us how useful this had been in improving their systems and overseeing the service. The registered manager also encouraged ideas and suggestions from people, relatives and staff and used these to develop the service. Following incidents, they shared any lessons learned with the team to drive improvement. They agreed to commence formal audits of medicines and care records to enhance opportunities to learn and improve.